To borrow Andy Murray's tweet after winning Wimbledon: "I can't believe what's just happened!" But it's true, I have indeed been appointed as the first chief inspector of adult social care. Though I have to say my interview process was a little more arduous than Murray's encounter with Sue Barker after his victory.

In many ways, this was a difficult decision. I love my job at the Social Care Institute for Excellence (Scie). I work with a super bunch of people doing great work to help improve social care services and there's a lot I will be doing before I leave. Our new chair, Lord Michael Bichard, is really keen to take Scie further and I was looking forward to working with him to make that a reality. I have also met and developed some great relationships with people across the sector who have been incredibly generous with their time and support. It would have to take something really special to entice me away.

But, once the headhunters called, I knew that this was something I had to pitch for. Why? Well, I believe this post offers a unique opportunity to make a real difference to the lives of people who use social care services, their families and carers. The role of chief inspector of adult social care provides a strong platform to galvanise a coalition of common purpose across the sector to celebrate the good, improve standards and eliminate the unacceptable wherever possible.

Of course, the responsibility for commissioning and delivering high-quality social care that treats every individual with dignity and respect is shared across the sector. But the chief inspector can act as an inspiration – setting standards, assessing performance, identifying improvements, celebrating successes and acting as an advocate for every person using social care services, their families and carers, so that they get the care and support they deserve each and every time.

This won't be easy, there are difficult challenges ahead and my priority list will be long, I am sure: the inspection model, the new ratings system and the financial management system for corporate providers to name just three. I also want to make sure that I get out and about to meet people using services, their families and carers as well as staff delivering and managing services. And above all, I will want to meet and work with my new team so that together we can provide a service on which the public can rely.

I have big ambitions for this new job – and I can promise that I will bring energy and enthusiasm to try and make those ambitions come true. But I cannot make the difference we would all like to see in adult social care services without working with providers and commissioners – their leaders and their staff, other national bodies and my new colleagues at the Care Quality Commission. Collaboration has to be the name of the game.

Above all, I will be working with and on the side of people who use services, their families and carers. I know from my own experience and the stories of others how important it is to get this right. I want us to have adult social care services in which we can all have pride and I am looking forward to trying to make that happen.

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